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Three techniques of presenting troubleshooting information were experimentally evaluated using a paper and pencil test to simulate equipment characteristics. Ss were 222 AF basic trainees. The results indicate that procedural instructions are significantly more efficient (p < 0.001) than standard schematics or data flow diagrams in terms of troubleshooting time and accuracy. The interactive effects of circuit type and circuit complexity were determinates of troubleshooting problem difficulty. As circuit complexity increases, so also does the efficiency of procedural instructions relative to the efficiency of standard schematics and data flow diagrams.

Human interactions play a vital role in the reliability of man-machine systems. Techniques art necessary to insure that those which occur do so because they are so designed and planned. A tentative approach to providing lists of such interactions, and ways of defining, labelling and measuring them are suggested as basic to design input. Methods for isolating units of interactive behavior are proposed and samples of system behavior and their respective activities described in terms of actions and reactions. The need for definition and labelling of activities couched in operational terms is emphasized in the interest of design, training and measurement of human interactions in man-machine systems. Techniques for accomplishing these steps are suggested.

A framework for analysis of the components of private & soc returns to educ, & their interrelationships. Specifying that because of interaction phenomena, total returns will differ from the sum of individual returns, we may set up the identity: S' + S' = A' + A' + D' + D', where S refers to true soc returns, A is the sum of private returns, D is the discrepancy between S & A, & (') & (') refer, respectively, to monetary & non-monetary components of returns. It is shown that while the value of D' will normally be positive in the long term, in a dynamic society (as educ as a whole expands), presumptive discrepancies can be negative in an advanced industrial economy with strong demands for high-level skills. The components of A' are systematically presented, noting their possible negative, as well as positive, aspects. Taking interactive factors into account, the weight of the presumptions is found to be toward a positive S', but not necessarily a positive D'. AA.

It is a lesser question for the partisans of democracy to find means of governing the people than to get the people to choose the men most capable of governing.Alexis de Tocqueville, in a letter to John Stuart Mill.Politics by leadership is one of the distinguishing features of the twentieth century. If the eighteenth century enunciated popular sovereignty and direct democracy as a major theme in democratic thought and the nineteenth century was concerned with the challenge of stratification and group conflict, then twentieth century trends have made us sensitive to the role of leadership. The search for the values of security and equality have led to changes in the character of politics. If one were to delineate this newer pattern of a politics by leadership, it would include the following: (1) the shift in the center of conflict resolution and initiative from parliamentary bodies and economic institutions to executive leadership; (2) the proliferation of the immediate office of the chief executive from its cabinet-restricted status to a collectivity of co-adjuting instrumentalities; (3) the tendency toward increased centralization of political parties, with the subordination of the victorious parties as instruments for the chief executive; (4) the calculated manipulation of irrationalities by political leadership through the vast power-potential of mass communications; (5) the displacement of the amateur by the professional politician and civil servant; (6) the growth of bureaucracy as a source and technique of executive power but also as a fulcrum which all contestants for power attempt to employ; (7) the growth of interest groups in size, number and influence, with the tendency toward bureaucratization of their internal structure; (8) the changing role of the public that finds its effective voice in a direct and an interactive relation with the chief executive.